| In recent years, ERP is now a quite HOT topic for all business, no mater what is the real business product is. Most of those businesses not just stay on the stage of discussion or research, but they did take action for implementing this concept as a tool in their daily operation. But unfortunately, some of them did not get the result as they expected with better performance on internal control and increase their core competition ability in their business area. There are quite few reasons for this, but because of that some pending company start to question the applicability of ERP as a software product into a real business world. But for me, I believe the value of ERP is reliable as it is a mature product base on years and years researching and experience of both information technology and business as well. The main reason for failed cases is the business did not detail their approach of ERP implementation, as they did not convert the system as general management software to the interface and tools which can fit in their real daily operation. The copy and paste or a rush approach will not be the thread to the good result that business wanted. This article is based on a real case of system deployment of a MNC, I tried to use the process analysis as the base theory guide plus with some other theory learnt from the MBA courses to describe a better (as I thought) way for system implementation– how to use the system as much as possible base on the requirement of business and system architecture. There are two main points of this file, one is how to analysis the real process and system to make both of them to work together in the right way; the other one is how to keep a continues adjust in a acceptable scope to make the system fit in the real business well. So I used some real practices from my personal work background to describe the two above points as much as possible, and I do hope it will also help the same business a little bit during their project implementation. |
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